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Management Theories For BEd STUDENTS
Management Theories For BEd STUDENTS
Frederick Taylor was an inventor, an engineer, and the father of scientific management theory.
You will learn about Frederick Taylor, scientific management, and its effects on industrial
management in this lesson.
most efficient way to perform the task was developed and workers were instructed on how to
apply the method.
Scientific management theory was developed in the early 20th century by Frederick W. Taylor.
We will be exploring the primary principles of scientific management and some of its key
contributors. You will also be given a chance to reinforce your knowledge with a short quiz.
Applications
Scientific management theory is important because its approach to management is found in
almost every industrial business operation across the world. Its influence is also felt in general
business practices such planning, process design, quality control, cost accounting, and
ergonomics. Your knowledge of the theory will give you a better understanding of industrial
management. You'll also understand how a manager can use quantitative analysis, an
examination of numbers and other measurable data, in management to improve the efficiency
and effectiveness of business operations.
Theorists
The founding father of scientific management theory is Frederick W. Taylor (1856-1915). He
was an American inventor and engineer. His two most important works were Shop
Management (1903) and The Principles of Scientific Management (1911).
The husband and wife team of Frank Gilbreth, Sr. and Lillian Moller Gilbreth contributed
to the theory. This duo continued the practice of time and motion studies started by Taylor,
believing they could find the best way to perform each task studied.
Management theories are implemented to help increase organizational productivity and service
quality. Not many managers use a singular theory or concept when implementing strategies in
the workplace: They commonly use a combination of a number of theories, depending on the
workplace, purpose and workforce. Contingency theory, chaos theory and systems theory are
popular management theories. Theory X and Y, which addresses management strategies for
workforce motivation, is also implemented to help increase worker productivity.
Contingency Theory
This theory asserts that managers make decisions based on the situation at hand rather than a
"one size fits all" method. A manager takes appropriate action based on aspects most important
to the current situation. Managers in a university may want to utilize a leadership approach that
includes participation from workers, while a leader in the army may want to use an autocratic
approach.
Systems Theory
Managers who understand systems theory recognize how different systems affect a worker and
how a worker affects the systems around them. A system is made up of a variety of parts that
work together to achieve a goal. Systems theory is a broad perspective that allows managers to
examine patterns and events in the workplace. This helps managers to coordinate programs to
work as a collective whole for the overall goal or mission of the organization rather than for
isolated departments.
Related Reading: What Are Effective Management and Motivational Theories in Relation to
Problem Solving?
Chaos Theory
Change is constant. Although certain events and circumstances in an organization can be
controlled, others can't. Chaos theory recognizes that change is inevitable and is rarely
controlled. While organizations grow, complexity and the possibility for susceptible events
increase. Organizations increase energy to maintain the new level of complexity, and as
organizations spend more energy, more structure is needed for stability. The system continues
to evolve and change.
values often use an authoritarian style of leadership, Theory Y leaders encourage participation
from workers.
Contents
individual acts to the work of our great corporations, which call for the most elaborate
cooperation. And, briefly, through a series of illustrations, to convince the reader that whenever
these principles are correctly applied, results must follow which are truly astounding.
Lastly, Taylor noted that while the examples were chosen to appeal to engineers and managers,
his principles could be applied to the management of any social enterprise, such as homes,
farms, small businesses, churches, philanthropic institutions, universities, and government.
Chapter 1: Fundamentals of Scientific Management
Taylor argued that the principal object of management should be to secure the maximum
prosperity for the employer, coupled with the maximum prosperity for each employee. He
argued that the most important object of both the employee and the management should be the
training and development of each individual in the establishment, so that he can do the highest
class of work for which his natural abilities fit him. Taylor demonstrated that maximum
prosperity can exist only as the result of maximum productivity, both for the shop and
individual, and rebuked the idea that the fundamental interests of employees and employers are
necessarily antagonistic.
Taylor described how workers deliberately work slowly, or soldier, to protect their interests.
According to Taylor, there were three reasons for the inefficiency:
First. The fallacy, which has from time immemorial been almost universal among workmen,
that a material increase in the output of each man or each machine in the trade would result in
the
end
in
throwing
a
large
number
of
men
out
of
work.
Second. The defective systems of management which are in common use, and which make it
necessary for each workman to soldier, or work slowly, in order that he may protect his own
best
interests.
Third. The inefficient rule-of-thumb methods, which are still almost universal in all trades, and
in practicing which our workmen waste a large part of their effort.
Taylor argued that the cheapening of any article in common use almost immediately results in
a largely increased demand for that article, creating additional work and contradicting the first
belief.
As to the second cause, Taylor pointed to quotes from 'Shop Management' to help explain how
current management styles caused workers to soldier. He explained the natural tendency of
men to take it easy as distinct from "systematic soldiering" due to thought and reasoning, and
how bringing men together at a standard rate of pay exacerbated this problem. He described
how under standard day, piece, or contract work it was in the workers' interest to work slowly
and hide how fast work can actually be done, and the antagonism between workers and
management must change.
For the third cause, Taylor noted the enormous saving of time and increase in output that could
be obtained by eliminating unnecessary movements and substituting faster movements, which
can only be realized after a motion and time study by a competent man. While there are perhaps
"forty, fifty, or a hundred ways of doing each act in each trade", "there is always one method
and one implement which is quicker and better than any of the rest".
Moving pig iron at the Bethlehem Steel Company, with the famous story of the "ox"-like
worker Schmidt
Taylor's work at the Midvale Steel Company
Shoveling at Bethlehem Steel
Bricklaying, as studied by Frank B. Gilbreth
The inspection of small polished steel balls for bicycle bearing machine shop.
First steps
Once you've decided that you're going to give managing by objectives a try there are two
important steps that you'll have to take. First, you must explain to your employees what you're
doing and why you're doing it. The second step, setting the actual objectives, can be challenging
in its own right as you seek to find the right balance.
S for Specific: There are several key factors which should be present in the objectives that are
set in order for them to be effective. They should be specific. In other words, they should
describe specifically the result that is desired. Instead of "better customer service score," the
objective should be "improve the customer service score by 12 points using the customer
service survey."
M for Measurable: The second example is much more specific and also addresses the second
factormeasurable. In order to be able to use the objectives as a part of a review process it
should be very clear whether the person met the objective or not.
A for Achievable: The next important factor to setting objectives is that they be achievable.
For instance, an objective which states "100 percent customer satisfaction" isn't realistically
achievable. It's not possible to expect that everyone must be 100 percent satisfied with their
service. A goal of "12 percent improvement in customer satisfaction" is betterbut may still
not be achievable if it's assigned to the database developer. They aren't likely to have enough
influence over the customer interaction process to improve satisfaction by 12 percent.
R for Realistic: This leads into the next factorrealistic. Realistic objectives are objectives that
recognize factors which can not be controlled. Said another way, realistic goals are potentially
challenging but not so challenging that the chance of success is small. They can be
accomplished with the tools that the person has at their disposal.
T for Time-based: The final factor for a good objective is that it is time-based. In other words,
it's not simply, "improve customer service by 12 percent," it's "improve customer service by
12 percent within the next 12 months." This is the final anchor in making the objective real
and tangible. This final factor is often implied in MBO setting. The implied date is the date of
the next review, when the employee will be held accountable for the commitments that
they've made through their objectives.
Key learning
Setting organized objectives to help team members make a greater positive impact on the
organization may seem daunting but is simply a matter of taking a few forwards steps and
following a simple recipe for success.